The CEO’s Role as Chief Storyteller
In an era of disruption—where geopolitics, generative AI, workplace shifts, and rising stakeholder scrutiny collide, the CEO’s voice has never mattered more. This article argues that leaders can no longer delegate communications to corporate affairs teams alone; instead, they must personally set the tone for the organization, embody its culture and values, and step forward in defining moments that shape reputation and trust. Drawing on research and examples from top-performing CEOs, it outlines how the most effective leaders invest time with stakeholders, act as storytellers-in-chief, and build resilience by engaging with transparency and purpose. For executives navigating today’s “permacrisis,” the message is clear: the CEO’s words and actions are now decisive levers for trust, reputation, and long-term growth.
Written by Blair Epstein, Max Gleischman, Ramiro Prudencio and Shelley Stewart III from McKinsey’s Strategy & Corporate Finance Practice…
When the business landscape is as unsettled as it is right now, all eyes turn to the CEO.
Employees, boards of directors, investors, customers, suppliers, regulators, and other important stakeholders are increasingly looking to CEOs for more context and perspective on the risks and opportunities associated with disruptive trends—geopolitics, generative AI, shifting workplace dynamics, and dozens more.
Stakeholders’ influence has only grown over the years as business operations and value chains span more and more geographies. Communities, societies, and the media have put corporate players’ actions in the spotlight. And stakeholders now have greater access to digital platforms, through which they can instantly spark and influence public debate.
Organizations generally have large corporate communications, investor relations, and marketing functions to help tell their stories. But it’s the CEO’s words and deeds that carry the most weight. Research shows that roughly six in ten people say a CEO’s actions affect their opinion of a company.
For now, CEOs have the benefit of relatively high levels of trust with stakeholders compared with other societal leaders, according to the Edelman Trust Barometer. But the pressure remains on them to be transparent and ever-present. Stakeholders want to hear a singular narrative from CEOs about what’s happening on the ground and how the company intends to prepare, adapt, navigate, and otherwise lead through change.
Our work with leaders in global organizations, hundreds of interviews with highly successful CEOs, and ongoing research on the topic of leadership communications suggest there are three actions that only the CEO can take to deliver on these expectations.
For the rest, click here.